Jacob Torfing

Dr. Jacob Torfing

Roskilde School of Governance, Roskilde University, DK-4000 Roskilde, Denmark
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Research Focus & Metrics

Academic Career Length

28Years (1999-Present)

(Calculated once Scilit publication data is synced: current year − year of first publication + 1)

Representative Publications

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25 October 2013 in Public Administration Review
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Journal Article
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JHJean Hartley
Jean Hartley
ESEva Sørensen
Eva Sørensen
JTJacob Torfing
Jacob Torfing

21 September 2020 in Public Management Review
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Journal Article
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CAChristopher Ansell
Christopher Ansell
ESEva Sørensen
Eva Sørensen
JTJacob Torfing
Jacob Torfing
The COVID-19 pandemic reveals that the public sector is not only facing simple and complex problem, but also turbulent problems characterized by the surprising emergence of inconsistent, unpredictable, and uncertain events. Turbulent problems call for robust governance solutions that are sufficiently adaptable, agile and pragmatic to upheld a particular goal or function in the face of continuous disruptions. The article defines the concepts of turbulence and robustness and provides examples of robust governance strategies that are illustrated by the current COVID-19 response. Finally, it draws the consequences of the new focus on robust governance for public administration and leadership.

15 August 2005 in Scandinavian Political Studies
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Journal Article
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ESEva Sørensen
Eva Sørensen
JTJacob Torfing
Jacob Torfing

2 February 2018 in Public Management Review
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Journal Article
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JTJacob Torfing
Jacob Torfing
There has been a growing interest in the question of how to spur innovation in the public sector, and recent research points to multi-actor collaboration as a superior innovation driver. This article explains why and how multi-actor collaboration may spur public innovation. It also discusses why we should expect different public and private actors to engage in demanding processes of collaborative interaction in order to produce risk-filled public innovations. Finally, it reflects on how it is possible to overcome the barriers to collaborative innovation through a combination of institutional design and the exercise of leadership and management.

1 July 2017 in Policy & Politics
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Journal Article
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CAChristopher Ansell
Christopher Ansell
ESEva Sørensen
Eva Sørensen
JTJacob Torfing
Jacob Torfing
We offer a fresh perspective on implementation problems by suggesting that collaborative policy design and adaptive policy implementation will help public policy makers to improve policy execution. Classical implementation theories have focused too narrowly on administrative stumbling blocks and New Public Management has reinforced the split between politics and administration. Attempts to improve policy implementation must begin by looking at policy design, which can be improved through collaboration and deliberation between upstream and downstream actors. We provide a broad overview of how collaborative policymaking and adaptive policy implementation might work in theory and practice.

17 August 2022 in Public Administration
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Journal Article
Open access
CAChristopher Ansell
Christopher Ansell
ESEva Sørensen
Eva Sørensen
JTJacob Torfing
Jacob Torfing